Diffusion of Innovations Theory. 2 nd National Medicine Reconciliation Workshop - 6 September 2011

Transcription

1 Diffusion of Innovations Theory 2 nd National Medicine Reconciliation Workshop - 6 September 2011

2 Diffusion of Innovations (definition) Spread of messages that are perceived as new ideas the process by which an innovation is communicated through certain channels over time among the members of a social system Rogers, Everett M. Diffusion of Innovations. Fourth Edition, The Free Press, New York, 1995

3 Innovation and Quality in Health Care Health care is among the best endowed of all industries in the richness of its science base Failing to use available science is costly and harmful: (leads to overuse of unhelpful care, underuse of effective care, and errors in execution) So WHY is the gap between knowledge and practice so large? Why do clinical care systems not incorporate the finding of clinical science or copy best known practices reliably, quickly into their work simply as a matter of course?

4 Diffusion of Innovations is a major challenge in all industries, including healthcare Healthcare is constantly evolving. Wave after wave of new technologies, funding models, IT/IS, policy, etc. Change can be difficult and uncertain The pace at which new ideas about health care is spread through the system is a priority of healthcare professionals; Such changes can have major impacts on cost, quality and patient satisfaction Healthcare is rich in evidence-based innovations, yet they often disseminate slowly if at all Though often described as bureaucratic and incrementally changing, healthcare is also a very dynamic and innovative field. Around the globe people are working to create new ways to provide better care, find cures, and improve health. So Why are certain new ideas adopted more quickly than others?

5 Influencing people can be challenging... If you can t change the people, change the people. Annon. There is no kingdom too small for a doctor to be king of. John Green, once chief executive of The Royal Society of Medicine Leaders are designers, teachers and stewards Peter Senge

6 Problem Definition 1: System complexity Site Good Hope Good Hope Good Hope Good Hope Good Hope Good Hope Heartlands Solihull Service Ophthalmology Haematology Dental Main Outpatients - Standard Main Outpatients - Rapid Access Main Outpatients - Initiative Clinics Main Outpatients - Standard Main Outpatients - Rapid Access Main Outpatients - Initiative Clinics Thoracic Surgery ENT ENT Elderly Care Thoracic Medicine Medical Day Hospital Oncology Diabetology/Endocrinology Chest Clinic Infectious Diseases Gynaecology Paediatrics Ophthalmology Haematology Dental Registration Booking 1st Patient led Reschedule Trust led Reschedule Preparation Reception Clinic operation Booking out Booking F/Up

7 Problem Definition 1: Endemic predilection for Chinese whispers Level 1 Level 2 Level Workers Staff WTE Supervisors Level 4 Level :1 Span of Control Ratio Level Supervisors Staff Administrative Support FTEs only

8 The theory 4 main elements: 1. The innovation (idea) 2. Communication channels 3. Time 4. The social system (the context/organisation)

9 Science behind DoI

10 DoI S-Curve Any innovation is first adopted by a few people As more use it, others see it in use, and if the innovation is better than what went before, others begin to use it Once the diffusion reaches a level of critical mass, it proceeds rapidly At some point, the innovation reaches a part of the population that is less likely to adopt it, and diffusion slows to a point of saturation Laggards Late majority Early majority Early adopters Innovators Figure: The Diffusion S-Curve (Source: Institute for the Future)

11 Managing the anxieties of change Current State Future State Anxiety 1 Anxiety 2 Change process delivers: Insight A1 > A2 Change process delivers: Confidence

12

13 MRSA bacteraemia 3 month rolling average - July 2008 average monthly MRSA s monthly rolling average MRSA levels April 2005 to July 2008 in comparison with trajectories and final target ALLCASES GFF published HCC publish Stoke Mandeville report Essential Steps reissued Saving Lives reissued and HCC publish Maidstone report 3 mthly rolling average Final target 321 per month target line 50 % trajectory normal trajectory (58 % reduction) J un-05 Sep-05 Dec-05 Mar-06 J un-06 Sep-06 Dec-06 Mar-07 J un-07 Sep-07 Dec-07 Mar-08 J un-08 The three month rolling average has continued to reduce in July 2008, ensuring the achievement of the Q1 target of 321 The rolling average each month in Q1 achieved the 321 target.

14 Why are some Trusts still struggling? Senior leadership have not completely adopted agenda Not part of strategic direction Not perceived by staff as priority No consequences for non-compliance Accountability not devolved still heavy reliance on Infection Control Teams to sort Action plans without clear outputs, outcomes, timescales, lead Benefits of root cause analysis not understood or exploited Infection Control Team not active and visible

15 Sustaining reductions Doing the right things. every time Management systems & processes to support the delivery of clean, safe care Culture of the organisation is crucial quality and safety driving efficient effective care Relevant sustainability features - When new ways of working and improved outcomes become the norm. are known, understood and embedded Board to ward culture

16 Sustaining reductions key features Senior leadership engagement Clinical leadership engagement Staff involvement & training Staff behaviours towards change People Process Organisation Benefits beyond helping patients Effectiveness of system to monitor progress Credibility of evidence Adaptability of improved processes Fit with organisational aims Fit with culture Roles & accountability aligned Effective communications Source Prof D. Gustafson Dr. L. Maher The model for sustainability 2007

17 Reducing infection - A multifaceted approach Choice Regulation Commissioning Monitor Finance Improvement Science Reducing infection requires cultural, behavioural, technological and organisational change Reform levers Infection Performance Management Fresh pair of eyes Help focus effort to get biggest gain Targeted Support Targets make subject organisational priority Reporting up focuses management attention

18 Features of successful organisations Absolute priority - zero tolerance philosophy Led and championed by CEO and Execs Board sees how HCAIs fit with quality, effectiveness and efficiency High profile microbiologist and Infection Prevention team Real understanding of issues Effective use of information and data with action plans Every case is used to learn and improve Clear accountability with consequences at every level

19 Journey to clean, safe care Clear Vision Leadership Accountability Assurance Measurement Competence

20 Tools and resources Contributing to this trend has been the introduction and implementation of a variety of tools and resources including: Saving Lives Essential steps to safe clean care Going Further Faster II: Applying the learning to reduce HCAI and improve cleanliness Board to Ward: How to embed a culture of HCAI prevention in acute trusts Ambulance Guidelines: Reducing infection through effective practice in the pre-hospital environment

21

22 Summary Manage DoI and Improvement like you would any other process: systematically Invest in organisational change management Align every possible lever governance, funding, organisational, performance, clinical